Reviewing the CGA Mandate
However, we’d be remiss if we ignored the need to review our mandate, as the gaming industry has evolved over the past decade and the landscape has shifted. Given the leadership transition that was about to take place at the association, the CGA’s Board of Directors (Board) felt the time was right to embark upon a strategic renewal process. At the Board’s request, I spent the past several months travelling across the country, meeting with regulators, lottery corporation officials, and stakeholders to find out if the CGA was still relevant, and how we could be better partners to advance common agendas.
The feedback and honest advice was well received, and in addition to being informative, they will help shape the CGA’s new strategic plan. This experience also re-affirmed my desire to operate with a more focused agenda, one that continues to adhere to our basic tenets (CGA as facilitator and advocate at the federal level, promoting public acceptance of gaming and using research and facts to tell the industry’s story) while acknowledging that the Canadian gaming industry will be influenced by a broader, more diverse group of stakeholders in the next 10 years.
The CGA is not a large association, so working with others, as partners, is imperative.The CGA’s ability to foster formalized relationships with partners will underpin much of the work we do, as we seek ways to help the industry innovate.
The inescapability of the virtual gaming world is now dictating the reinvention and repurposing of traditional games, facilities, and channels to meet the expectations of the ever-growing online community that represents the next generation of gamers. The CGA is keenly aware of the need to encourage the innovation of our products, spaces, and technology. I’m excited about the work already underway with the Innovator’s Launchpad, and look forward to updating you soon.